The Football Innovation collaboration and activity model

Results

In the next sections we present the results of the six workshops: 1) The final football innovation collaboration and activity model will be described in order to relate insights from design activities to the proposed innovation model, 2) The insights from the four (five) stakeholder groups are also analysed into sub-elements of data generated during the workshops, 3) Main insights from all stakeholder groups defined and visualised as a model of collaboration potential and challenges. These results will afterwards lead to a discussion of collaboration potential and challenges, and afterwards to suggestions for concrete activities and finally we propose 11 statements for an innovation centre key messages and guidelines that may in future lead the activities, such as events, collaboration, and work culture of the football innovation centre.

The result section is based on insights from the six workshops and the quotes in the section are from the stakeholders at the six workshops. The model and the insights are further validated by the participants in workshop six.

The Football Innovation collaboration and activity model

To create an easy-to-understand model with a general view of the stakeholders and the collaboration possibilities and activities, the Football Innovation Collaboration and activity model (figure 4) is based on the quadruple helix model (see figure 3) and insights established in the 6 workshops. Thus, the model includes proposed innovation activities for a football innovation centre. Different design process approaches may be used in a Quadruple Helix Model. Based on Ignite Sweden's design process (https://www.ignitesweden.org) and the iterative insight generation and validation from the stakeholders, we are proposing an approach visualised in the collaboration model.

The four spheres of the QH are represented: Academia as Research and Development (blue), the industry as the Football and Sports industry (red), Civil Society as Football Organisations (green) and Policymakers as the public sector and private funds (yellow). These four spheres also represent the four main stakeholders of the Football Centre. These stakeholders of the football centre align with and represent SDU (blue), Divisionsforeningen (red), DBU (green) and Odense Municipality (yellow).

Research anddevelopment Impact

Footballorganisations Implement Engage

Football Innovation Center

Develop Football andSports industry Need s

Public sector and private funds Match

Figure 4: Proposed collaboration and activity model for the football innovation centre

Driving the football innovation centre is the processes of the collaboration and activity model. The six design stages and process activities are visualised on top of the stakeholders in the collaboration part of the model as a circle for illustrating the iterative design process to Engage, to identify Needs, to Match-make stakeholders, to Develop and test artefacts of products and services, to Implement invented and developed artefacts and to evaluate Impact. These elements of innovation are comparable to a service, technology, and product design approach for stakeholders relevant to the innovation centre. The six stages are defined as: Engage is a design stage focused on engaging stakeholders in relation to the innovation centre. Here empathy is a key perspective for understanding and engaging stakeholders. Activities in this stage could be easily accessible databases, network meetings, trend seminars, or a hackathon. Identifying Needs is a design stage characterised by focusing on identifying the needs of the stakeholders for further services in how to assist. This stage is a central part of the design approach because the services later in the process will be done in relation to the identified needs.

In the design stage of Matchmaking, the core purpose is to match relevant and cross-disciplinary and/or cross-sectorial stakeholders. This can be done with activity focusing solely on the network, like network meetings, or other activities as workshops where different stakeholders meet to discuss and share relevant issues and topics. Stakeholders as the local municipality and people with knowledge into funds are focal. Develop is a design stage where stakeholders aim to invent and develop the product or services to be implemented. In this stage, testing is a crucial part of refining artefacts and concepts. The aim is to make this stage co-creational and practice as a collaborative development between different stakeholders and user groups. Activities can be intellectual activities like workshops and hackathons, and access to facilities for playing and developing technology is crucial. In the stage of Implement, stakeholders will aim for implementation of invented and developed concepts of technology, interventions etc., in different settings or with different user groups. Here, accessibility to the user groups is important for creating the optimal settings for implementation. The Impact is the last stage and is focused on evaluating the design or/and implementation. The word Impact is used to recognise that the innovation centre seeks to help create a valuable impact for people. Here scientific standards and methods are important for creating a strong and proven evaluation rumour.